Managing a baseball team has a lot more in common with managing an organization than you might think. We fondly recall Gene Mauch, a manager known for two things: introduction of enduring innovations into his profession, and season-ruining catastrophes on the field . Brilliant tactics aren't always enough, and we can learn from summers past, good and bad.
There’s a big hidden cost that nonprofits often ignore: the opportunity cost of decisions. Failure to consider this can result in poor decisions and/or allocation of resources. Fortunately, there are clear methods to incorporate opportunity cost into strategic decision-making and planning.
The U.S. has a class divide issue. “Class cluelessness” is a root cause. The nonprofit sector has its own class divide that can impact organizational culture and effectiveness. Nonprofits can be forces of unity, but may need to get their own houses in order first.
Just like you and me, organizations and their employees will stagnate if they don’t learn, grow and evolve as the world around us changes... What drives evolution? One driver, we can hypothesize, is becoming a “learning organization,” with the ability to gather and process data, and using this information to adapt. In other words, learning manifests itself through informed decisions and constant adaptation to a changing environment.
In partnership with the Nonprofit Association of Oregon, PIMG completed a pilot study of the new Success Factor Analysis methodology for assessing nonprofit organizations. Participating nonprofits found the process valuable in crafting strategies for improvement. Further, the data collected in the project sheds new light on which practices are and are not associated with organizational success.
The Nonprofit Association of Oregon (NAO) is partnering with Public Interest Management Group on a pilot project for PIMG’s new organizational assessment process, Success Factor Analysis. Executive Director Jim White believes that, “this pilot fits perfectly into this need for measurable results. It will help nonprofits understand their business models and operate effectively, and help us all understand best management practices.”
In an effort to help Public Interest Management Group clients understand what actions can most productively move their organizations forward, we sought an objective basis to determine needs and the importance of different practices in promoting the success of a nonprofit. The result is a fresh approach to organizational assessment. We detail our methodology in a just-released paper, Success Factors for Nonprofit Organizations.
New analysis by Public Interest Management Group offers insights—and a few surprises—on what nonprofits really need to succeed. Based on data from over forty nonprofits, this study explores 28 organizational facets correlated to overall success, including organizational strategy, culture, operations and overall business model.